Providing third party consulting services to assist businesses in identifying strategic options, securing potential partners and identifying and implementing commercial and operational improvements as well as supplier diversity and sustainability goal attainment. This work included support across multiple industries including multi-state utility operations, global infrastructure and construction and higher education.▪ Utility Commercial GrowthEngaged a Fortune 500 integrated energy company in commercial transformation activities to improve the utility’s engagement with large industrial and commercial customers with the goal of assisting them in identifying solutions ways to electrify the core industrial processes. This work required a commercial transformation that started with building inside sales capability and deploying the pillars of commercial excellence. Simultaneously produced detailed customer segmentation methodology and segment specific industrial process overviews to help customer facing employees lead discussions around Scope 1 and Scope 2 emission reduction potential for installed capacity. ▪ $500M+ Capital Budget Diversity Supplier InitiativeDeveloped a multi-pronged engagement plan to increase diverse supplier participation in the capital building programs of the Chicago Public School system. This working required routine engagement with prime and sub-contractors to ensure they had plans in place to meet or exceed their supplier diversity performance obligations. ▪ National University COVID Response PlanNational University targeting adult learners saw a dramatic reduction in enrollment due to the onset of COVID. We developed an overview of higher education funding and operational best practices to identify and exploit the institutional strengths. Presented final findings in a Board level workshop to position University leadership to prioritize and project manage high impact programs to drive revenue in the short and medium term.

Led efforts to design and implement programs to help large industrial processing businesses achieve Sustainability goals through Scope 2 emission reduction solutions. - Customer segmentation- Industrial process mapping for electrification potential- Partnership pipeline to create solutions portfolio- Consultative skills development to transform customer facing team capabilities

Drove a portfolio design process to improve financial and capital markets performance by defining long-term strategy, priorities, and road map. Informed strategy through research and analysis of major automotive industry trends to identify new technologies, disruptive developments, and targeting outside organizations with capabilities to complement and enhance geographic coverage, product offerings, and customer coverage. Engaged third-party deal advisors to assess deal sourcing and transaction advisory capabilities. Worked closely with ten direct reports. Developed standard M&A playbook, complete with details description of process steps, major decision points, and responsibilities for all team members, from deal identification to integration planning.

Identified and proposed future growth initiatives that leveraged existing capabilities through design and management of deep-dive reviews in seven adjacent industries to simultaneously capitalize on end of life oil fields while de-risking the portfolio by reducing portfolio risk due to oil price exposures. Enabled economic risk mitigation with discipline applied to capital allocation process. Oversaw staff of four direct reports.

Spearheaded strategic planning, implementation, and execution of $20 billion in institutional investments over four years, including R&D allocation, SG&A, M&A, and capital expenditure initiatives. Advised executive committee and board of directors on strategic options. Served as CEO’s designate to European Roundtable of Industrialists (ERT). Represented company at World Economic Forum. Led staff of 17 international direct reports and many of cross-functional personnel.